In November 2019, revision 1 to ICAO Annex 19 became extant. Consequently, your regulator is likely to start taking a deeper interest in your Safety Management System. Specifically, the need to demonstrate continuous improvement in safety and to show how you are achieving your stated safety objectives will come under increased scrutiny. This is because ICAO will start to audit NAAs to determine their compliance with the new Annex 19 which, in turn, will result in them taking a keener interest in your SMS. How you go about demonstrating that you are meeting these emerging requirements starts with your organisation’s safety policy and its objectives.
Progress made in the achievement of stated objectives should be monitored and reported on a regular basis. This is accomplished through the identification of safety performance indicators (SPIs), which are used to monitor and measure safety performance. Through the identification of SPIs, information obtained will allow senior management to be aware of the current situation and support decision- making, including determining whether actions are required to further mitigate safety risks to ensure the organisation achieves its safety goals.
The generic safety performance management process is shown below in figure 1 (source: ICAO Document 9859)
Safety data is entered into the process via the Safety Data Capture and Processing System (SDCPS). By using appropriate analysis techniques, the captured safety data can be turned into useful information that can then be used to monitor the organisation’s safety performance. This is achieved by the establishment of appropriate safety objectives and their associated safety performance indicators (SPI). Additionally, captured and analysed safety information will allow management to identify any actions required to maintain a safe operation.
Unless the safety performance management process is communicated to the entire workforce, it will fail to meet its objectives. The safety promotion aspect cannot be overstated, it vital that all personnel across all departments are informed and engaged in this important process.
Safety performance management helps the organisation to ask and to answer the four most important questions regarding safety of their operation:
Safety objectives are the starting point for safety performance management systems. They are brief, high-level statements of the desired safety outcomes to be accomplished. Safety objectives provide direction to the organisation’s activities and should therefore be consistent with the safety policy that sets out the organisation’s high-level safety commitment. They are also useful to communicate safety priorities to the workforce. Establishing safety objectives provides strategic direction for the safety performance management process and provides a sound basis for safety related decision-making.
Safety objectives may be:
As a general guide, safety objectives should be based on SMART criteria: Specific, Measurable, Achievable, Relevant and Time-Bound; e.g. Increase the number of voluntary, safety reports by 100% over the next 4 years. Additionally, a mix of process and outcome objectives should be determined. When senior management define an organisation’s safety objectives, they need to consider the size and complexity of their operation and also the past performance in terms of safety. For example, management may already be aware of a number of areas of concern such as an increased number of runway incursions. The safety objective could be either process orientated such as the establishment of local runway safety teams at each airport in the next year or it could be outcome orientated e.g. a reduction in runway incursions from 10 every thousand movements to 2, over the next 12 months.
In order to monitor progress towards achieving the stated safety objectives, an organisation must develop a means to measure performance towards these goals. This is usually in the form of Safety Performance Indicators (SPI). SPIs provide management with an overview of how well the organisation is progressing in achieving its stated safety objectives. There are a number of different types of SPI that could be considered (all are equally valid):
It is important that, when setting SPIs, they are aligned with the organisation’s safety objectives. Furthermore, a mix of leading and lagging SPIs should be used. Primarily, quantitative SPIs will be used because they are easier to monitor and ultimately present during management meetings. Of most importance is that SPIs provide decision makers with relevant safety information such that any decisions made are based on reliable and defensible data. Furthermore, well thought out SPIs will allow for the development of meaningful Safety Performance Targets that will show progress towards the achievement of stated safety objectives.
When defining their SPIs, organisations should try to introduce a mix of leading and lagging indicators. However, the two types of SPI should not (if possible) be defined in isolation. There should be some form of link between the leading SPI and the lagging SPI. This is best explained by reference to the diagram at figure 2 (source: ICAO Document 9859).
Figure 2 shows the relationship between leading and lagging indicators. Of note is the fact that the main SPI (Number of runway excursions/1000 landings) is supported by two other SPIs. There is a leading SPI that accounts for the number of pilots who have received formal training in the issue. Additionally, the organisation has identified that a primary cause of runway excursions is unstable approaches. With this in mind, they have set this as an SPI which will serve as an indicator towards the primary event. These “indicator” issues are often referred to as “pre-cursor events”.
It is important that, when setting SPIs, they are aligned with the organisation’s safety objectives. Furthermore, a mix of leading and lagging SPIs should be used. Primarily, quantitative SPIs will be used because they are easier to monitor and ultimately present during management meetings. Of most importance is that SPIs provide decision makers with relevant safety information such that any decisions made are based on reliable and defensible data. Furthermore, well thought out SPIs will allow for the development of meaningful Safety Performance Targets that will show progress towards the achievement of stated safety objectives.
The contents of each SPI should include:
To support your SPI dashboard it is essential that the right safety management system software is in place. A well-designed and supported SMS software solution will help safety managers obtain information and data that can support their respective safety management priorities, and thereby provide the wider organisation with a set of SPIs that can be measured and monitored regularly. It will result in a safer airline organisation.
Learn how the right safety management software can help support your airline’s safety investigation, risk and audit management and compliance solutions. Download our free guide to find out how to select one that benefits your airline.
Note: Information in this article is taken from ICAO Document 9859.